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SUSTAINABILITY
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Sustainability Model
2008 marked the full implementation of the Sustainability Management Model.
This Model foresees the needs of both internal and external stakeholders in terms of sustainability determine, in line with objection evaluation criteria, areas and efforts of improvement that are the principal aims of actions carried out in the context of the company's four-year industrial development plan.
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Management Model -
Conceptual Model
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Organizational Model
Each sustainability objective is pursued with projects and initiatives defined by Eni's divisions, companies and subsidiaries and are included in specific short and medium-term action: progress reports and the achievement of objectives are monitored by the Sustainability Department, which reports to the company's Management Committee.
A mechanism of incentives for the attainment of sustainability objectives for top management (CEO and direct reports) foresees a correlation of the incentives with the effectiveness of initiatives that affect their areas of competence.
The process of planning, implementation and control is conducted jointly by the departments and business areas and approved at the highest levels of the company.
Eni has in place an organisational model that identifies, for each of the stakeholder of reference, a single interlocutor, that can take advantage of the technical and operational competences of the various business areas, to promote the development of discussion, meetings and round tables.
This model allows Eni to ensure a better management of business risks, to reinforce company performance, improve its reputation and encourage change and innovation.
